Bridging the Gap Between Governance and Agility. Mario E. Moreira

Transcription

1 Bridging the Gap Between Governance and Agility Mario E. Moreira

2 Approach Success Criteria Senior Management Understanding Helping define what Agile Is and Isn t Adapting Business Governance Establishing Common Agile Framework Based on Scrum Common terminology Identifying Agile Champions from each Business Unit Implementing an Agile Product that meets your needs Easy enough for the team to use Effective enough for PMOs/Sr. Mgt to get reporting 2 From material of Mario Moreira

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4 Approaching Senior Management Sometimes they are on the Agile bandwagon not Agile friendly.they don t really get Agile Requires sponsorship Executive level Or at least the Product level Requires understanding What is Agile and what is not Becoming an Agile Champion 4

5 Ensure they understand What is and is not Agile Principles that focus on the delivery of value to the customer An umbrella term for a collection of Agile methodologies, practices, and techniques (E.g., Scrum, XP, Kanban, DSDM, AUP, etc.) Based on iterative and incremental approaches where needs evolve through collaboration between self-organized teams and customers Aligned with Lean Principles of eliminating waste and increasing efficiency and productivity Much more disciplined than people imagine Take-away: Provide more extensive Sr Mgt or Mgt training 5

6 Why Agile? Strong focus on customer The closer you get to the paying customer and end-user the better Continuous Risk Mitigation and Requirements Validation Reduces uncertainty and reduces risk of delivering something the customer does not really want Another tool in an organization s toolkit A value-driven approach instead of a plan-driven approach Challenges convention thinking and pushes decisions to lowest level More than just a set of processes, it s a cultural shift Increases company Revenue by focusing on Delivering customer value (functionality, cycle time, and quality) Eliminating waste in the organization and process 6

7 Reasons for applying Agile Reduce Cost Improve Communication Increase Productivity Improve Quality Reduce Uncertainty Deliver Customer Value 7

8 How is Progress Realized in Agile? A good Plan? Requirements Document? Design Specification? Code? Executed Test Cases? Working Software 8

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10 Why Agile Recognized need by Senior Management that we need agility in our business and delivery process Brought in Agile SME, a survey was done With this in mind, we applied a systematic and collaborative approach in building Agile for CA. 10

11 Build a common CA Agile Framework Subject matter expert Agile Practitioners Workshops Sessions Developed Agile framework* Roundtable Meetings Pilot Team Feedback

12 The Adoption Roadmap Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Planning Design Early Pilots Process Update Pilots Institutionalization Mentor and sustain practices From material of Mario Moreira

13 Adapting the Business Governance Introduced the notion of: Confidence levels for Release Goals, Epics, and Stories Prioritization Continuous Validation (e.g., End-of-Sprint Reviews where they could attend too) Reduced the number of checkpoints Changing a lot of mindset Half the challenges was adapting the mindset of those that lead the business governance sessions 13

14 CA Agile Integrated Methodology Flow

15 Envision Establishing/updating Product vision Establishing/updating Product roadmap Initiating Backlog grooming Establishing Customer profiles Initiating plan to use Agile Product Owner focus Engaging to business governance so they understand the current direction

16 Sprint 0 Time-boxed Planning Identify Release Goals and Epics Grooming stories in Backlog that are highest priority Appropriate level of Architecture envisioning Consideration for QA, CM, and infrastructure envisioning Results in a team focused Agile Release Planning session Engage Business Governance with priority of release goals/epics with confidence level

17 Build Incremental design, develop, integrate, build, and test Key Scrum practices Sprint Planning to identify, clarify and size stories Daily stand-up session to understand progress End-of-sprint review for validating potentially shippable increment Retrospective of what can be improved XP practices Peer review of code, unit test, refactoring, and continuous integration & build Team Signoff

18 Agile Guiding Principles Must have common roles Product Manager (aka, Product Owner) ScrumMaster Agile Scrum Team Must apply common core practices Sprint Planning Daily Stand-ups End of Sprint Review Retrospective Work within the business governance context

19 Business Governance Challenges Management needs data from projects of any methodology But the data is different (Earned Value vs. Velocity) Incomplete view of portfolio, lot of effort to created integrated view of time, cost, and people How do you provide organizational reporting that is Real? How do you manage dependencies across Agile/Waterfall in the same Portfolio? How do you do resource capacity planning across projects using different methodologies? 19

20 One-view of Business Governance data Integrated our CA Agile Vision tool with our CA Clarity product Centralized reporting and dashboards over all types of projects Common resource planning Eating our own Steak Work with Management to understand burn-downs and velocity charts Established collaboration space 20

21 Build Agile Company Presence Build Agile Artifacts Agile Process Flow Agile Procedure Agile Guidelines Agile Roles Agile Practices Agile Glossary Agile Suitability Agile Training Agile Website 21

22 Agile Training Agile Domain Overview 45 minute WBT Agile Team Foundation Team-based ILT Working on a WBT Agile Product Owner Aimed at Product Managers Agile for Management Aimed at Executives and Management Agile for ScrumMaster For those that playing the role of Agile project mgr Agile Vision Team and Enterprise Edition

23 Wrap-up Q & A? Thank you! 23